(1106)
SERIAL C4196
ABBOTT AUSTRALASIA PTY LTD CONSENT AWARD 2004-2006
INDUSTRIAL RELATIONS COMMISSION OF NEW SOUTH WALES
Application by Automotive, Food, Metals, Engineering, Printing and Kindred Industries Union, industrial
organisation of employees.
(No. IRC 5513 of 2005)
Before The Honourable Justice Kavanagh
4 November 2005
AWARD
Arrangement
Clause No.
Subject Matter
PART A - GENERAL
1.
2.
3.
4.
5.
6.
7.
8.
Purpose and Application
Duration of Agreement
Teamwork
No Extra Claims
Key Performance Indicators
5.1
Warehouse Key Performance Indicators
5.2
Productivity Payments
Wage Rates & Annualised Salaries
6.1
Salary Adjustments
6.2
Annualised Salaries
6.3
Annualised Salary Operation
6.4
Table of Wage Rates
Consultative Process
Negotiation Committee
Appendix 1
PART B - FORMALITIES
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Payment of Wages
Relationship with Parent Award
Contract of Employment
Part-Time and Casual Employees
4.1
Part-time Employees
4.2
Casual Employees
Seniority
Hours of Work and Work Week
Work Schedules
Meal & Tea Breaks
8.1
Meal & Tea Breaks - Normal Work Schedule
8.2
Meal & Tea Breaks - Additional Work Hour
Requirements
Employment Security Policy
Job Posting
Performance Appraisals
Counselling Procedure
Anti-Discrimination
Grievance Procedures
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
Sick Leave
Personal/Carer's Leave
16.1 Use of Sick Leave
16.2 Unpaid Leave for Family Purpose
16.3 Annual Leave
16.4 Time Off in Lieu of Payment for Overtime
16.5 Make-up Time
16.6 Rostered Days Off
Bereavement Leave
Workers' Compensation Procedure
Parental Leave
Public Holidays
Right of Entry
Trade Union Operations
22.1 Union Membership and Delegates
22.2 Trade Union Training Leave
Standing Down of Employees
Period of Notice
Abandonment of Employment
Certificate of Service
Redundancy Provisions
Appendix 2
Appendix 3
Appendix 4
Appendix 5
Appendix 6
Appendix 7
Appendix 8
PART C - CLASSIFICATION STRUCTURE
1.
2.
3.
General Information
1.1
Introduction
1.2
Description of the Structure
1.3
General Requirements for Each Level
1.4
Summary of Generic Training
1.5
Summary of Roles within Levels
Employee Classification, Training and Assessment
2.1
Employee Classification
2.2
Training and Assessment
Classification Level Requirements
3.1
Classification Level 1
3.2
Classification Level 2
3.3
Classification Level 3
3.4
Classification Level 4
3.5
Classification Level 5
3.6
Classification Level 6
3.7
Classification Level 7
PART A - GENERAL
1. Purpose and Application
(a)
The Abbott Australasia Pty Ltd Consent Award 2004-2006 (the "Award") rescinds and replaces the
Abbott Australasia Pty Ltd Site Consent Award 2002-2004 published on 14 March 2003 (338 I.G 784)
and all variations of those awards.
(b)
The Award applies to all employees of Abbott Australasia Pty. Ltd at Sir Joseph Banks Corporate Park,
32-34 Lord Street, Botany employed in classifications contained in the Award (the "Employees").
(c)
The parties to the Award are:
(d)
i.
Abbott Australasia Pty Ltd (the "Company");
ii.
The Australian Workers' Union, New South Wales ("AWU");
iii.
The Automotive Food, Metals, Engineering, Printing and Kindred Industries Union, New South
Wales ("AMWU"); and
iv.
The Shop, Distributive and Allied Employees' Association, New South Wales ("SDA").
The Company and the Employees acknowledge and support the common objective of sound employee
relations, improved productivity, flexibility, efficiency, quality of services and of employment, and
commit themselves in the Award to those principles. The parties further recognise that a mutually
beneficial partnership will be essential for future Company growth and employment opportunity and
security.
2. Duration of Agreement
(a)
The Award is effective from the first pay period on or after 14 January 2005 and shall remain in force
until 30 May 2006. (the "Nominal Term").
(b)
The Award will remain in force following the expiry of the Nominal Term until replaced by a
subsequent award or agreement.
(c)
It is the intention of the Award that future awards/agreements will not require extensive modification of
terms of the Award as it provides the necessary consultative framework to embrace foreseeable business
objectives that may arise. If circumstances arise while the Award remains in force that have a
significant impact on the terms and conditions of the Award, the parties agree to consult to develop a
method of overcoming the situation.
3. Teamwork
It is the responsibility of Employees to make the Company as efficient as possible. The parties are committed
to examining work organisation structure and practices at all levels. To this end, the Award embraces team
based structures and recognises that Employees and management are equal partners within the team to ensure
improved productivity (through the achievement of overall and departmental key performance indicators). In
order to facilitate a "team work" concept within the warehouse environment, management staff may assist
employees, when needed, in order to aid the achievement of performance measures. It is understood by all
parties that this assistance is not intended to replace the jobs of employees covered by the Award.
4. No Extra Claims
The Award provides for a wages plan of progressive increases during the Nominal Term. The parties
undertake for the period until 30 May 2006 not to raise any further claims, award or over award, including
claims arising from national and state wage cases.
5. Key Performance Indicators
The fundamental goal of the Award is a commitment to a process of continuous improvement through the
ongoing development of team-based key performance targets and the continued application of Key
Performance Indicators ("KPIs") as a means of quantifying and ensuring performance improvement.
5.1
Warehouse Key Performance Indicators
As part of the Award the warehouse personnel are committed to monitoring and improving their KPI's.
Below are the definitions of the Warehouse Operation KPIs and their method of measurement. KPI's
will be monitored and performance results displayed, updated monthly and discussed at regular
departmental meetings to ensure the performance is on track and improving.
The KPI targets are applicable to each of the nominated three month periods referred to in Clause 5.2 of
Part A of the Award.
These KPI's are described below:
A.
B.
C.
D.
Receiving
Order Despatch
Inventory Accuracy
Internal Audit - Warehouse Inspection
The above KPIs, agreed goals and KPI calculations are detailed in Appendix 1 of Part A of the Award.
5.2
Productivity Payments
Productivity Payments, calculated at 2% of the annualised salary amount for each of the following
periods will be paid when all Warehousing KPIs are met:
(a)
2 February 2005 to 1 May 2005
(b)
2 May 2005 to 1 August 2005
(c)
2 August 2005 to 1 November 2005
(d)
2 November, 2005 to 1 February 2006
(e)
2 February 2006 to 1 May 2006
KPI targets, are applicable for each of the above nominated periods. Results will be the average for
each individual KPI. The parties agree to make every effort to achieve the agreed targets/improvements
on current trends in the KPI's.
If in any period all KPI's are not met, a 1% productivity payment calculated as above will be paid for
achievement of agreed KPI targets as follows:
Warehousing
Achievement of both Receiving and Order Despatch targets = 1%
Achievement of Inventory Accuracy and Internal Audits targets = 1%
Total achievement of all KPIs = 2%
Employees entitlement to the productivity payment shall continue to accrue through all leave
entitlements as specified in the Award with the exception of Parental/Carers leave and extended Sick
Leave. Employees who are absent on either Parental/Carers Leave or extended Sick Leave for the
majority of any three month period will have no entitlements under this provision.
6. Wage Rates & Annualised Salaries
6.1
Salary Adjustments
The Award provides for the following adjustments:
For Level 1 - 7 Technicians
For the first full pay period on or after 14 January, 2005
For the first full pay period on or after 1 September, 2005
For the first full pay period on or after 1 April, 2006
6.2
2.5% increase
2% increase
2.5% increase
Annualised Salaries
All salaries are annualised and have annual leave loading incorporated into the annualised rate. In
recognition that additional hours over and above a 38 hour work week regime may be required, the
following salary annualisation formats have been provided:
Option A
This option provides for 3.5 hours calculated at a penalty of 1.75 to be built into salary. A maximum of
9.5 hours owing from the minimum can be worked. No more than 30 hours can be accumulated
provided the 130 hours annual minimum is satisfied. A maximum of 208 hours (annually) (four hours
per week) has to be worked before any additional payment over the annualised amount can be made. If
an additional payment is made it will be at 1.8 times the new annualised rate. This option applies where
additional hours have been previously required. Exceptions to this general coverage will be considered
on an individual's special circumstances.
Option B
This option has no additional hours built in to salary but is the annualised amount plus annual leave
loading.
6.3
Annualised Salary Operation
The intent of annualising Employees' salaries is to provide a predictable wages plan whilst also
encouraging productivity improvement. Additional hours, over and above those provided in the
annualised salary options, when required, will be carefully monitored and periodically reviewed through
the Company Steering Committee (the "Steering Committee"). It is the intention of the Award that
these hours be kept to a minimum. In the event that volume demands occur or productivity targets are
not achieved giving rise to consistently additional hours being required, the parties agree to meet to
resolve the situation.
In addition to the conditions contained in sub clause 6.2, the following conditions apply:
(a)
Shift loading - shift loading will be based on the annualised rate, prior to overtime incorporation.
(b)
Incorporation - As if Option A of sub clause 6.2 of this clause was operative.
6.4
Table of Wage Rates
The following salaries are based on calculations using the rate as at 1 December 2004 as an original
base:
Options
L1
L2
L3
L4
L5
L6
Annualised existing
rate at 1 December
2004
A
$41,477
$44,915
$48,770
$53,039
-
B
$33,920
$35,784
$38,749
$42,074
$45,760
$49,772
First pay period on
or after 14 January
2005
2.5%
A
B
$34,768
$42,514
$36,679
$46,038
$39,718
$49,989
$43,126
$54,365
$46,904
$51,016
1 September 2005
2%
A
$43,364
$46,958
$50,988
$55,452
-
B
$35,463
$37,412
$40,512
$43,988
$47,842
$52,036
1 April 2006
2.5%
A
$44,448
$48,132
$52,262
$56,838
-
B
$36,349
$38,347
$41,525
$45,087
$49,038
$53,337
7. Consultative Process
The parties agree to build on the consultative framework developed during the negotiation of the Award. The
Steering Committee, established to develop the Award, will continue as a forum to monitor its application and
to generally provide a mechanism for consultation regarding employee relations matters.
Regular meetings of the Steering Committee will be held, although the frequency of these meetings may be
varied according to need. All issues for discussion are to be placed as an agenda item one week prior to each
meeting.
The Steering Committee will continue to provide a forum for the discussion of issues relating to the
classification structure, training, career paths and job reviews.
Whilst the parties are committed to the consultative process, it is recognised that demands change with the
demands of our customers and as such the Company reserves the right to staff its operations in a manner which
it deems appropriate to meet its needs after consultation with the parties to the Award.
8. Negotiation Committee
For the purpose of negotiating the Award and subsequent awards/agreements between the Employees, the
AWU, AMWU and SDA (together, the "Unions")and the Company, the Company will recognise a Union
Committee, consisting of no more than two (2) representatives from each of the Unions (excluding union
organisers).
Negotiations, for the most part, will be conducted during regular work hours. Negotiations will be conducted
by all parties in "good faith" and will continue until an agreed award has been finalised and filed with the
appropriate commission or tribunal for approval. Appendix 1
APPENDIX 1
Terms used throughout this appendix are defined as follows:
ADD - Abbott Diagnostics Division Warehouse area:
products are despatched to customers.
The department from which Diagnostic Division
BOP - Basic Operating Procedure: A documented procedure of the basic operations associated with work
activities.
BPCS - Business Planning Control System: This is a database that tracks all incoming raw materials and
components; work in progress, Quality Assurance approvals, finished product and non-inventory items
throughout the manufacturing facility. Also used to determine what is to be ordered and what is to be
produced.
GMP - Good Manufacturing Practice: the Australian code of Good Manufacturing Practice for therapeutic
goods. A standard by which we need to comply to be able to produce pharmaceutical products in Australia.
BDC - Botany Distribution Centre: The department from which finished goods are despatched to customers.
MSDS - Material Safety Data Sheet: A document usually supplied by the manufacturer of a product outlining
the nature of the product and any safety issues and precautions associated with its handling.
PPE - Personal Protective Equipment: Safety equipment required to be worn when undertaking work activities
that have been deemed to require such protection.
REW - Request for Engineering Work: A request from any personnel requiring work to be carried out by the
Engineering Department.
Warehousing KPI's
A.
Receiving
Definition: From the time the truck is ready to be unloaded, to put away in the final location. Includes
unloading, booking into BPCS, put away in location. Receiving area will close at 3.00pm for unloading
of trucks.
Area
ADD/Medisense
BDC
Solvay
Non-Inventory
Type
Airfreight
Seafreight
Credit Returns
Airfreight
Seafreight
3rd Party Manufacturers (Purchased)
Credit Returns
Purchased
3rd Party Manufacturers (Purchased)
Credit Returns
All
Required Time
24 hours
48 hours
24 hours
48 hours
48 hours
48 hours
24 hours
48 hours
48 hours
24 hours
Same day
Target
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
Measure
Calculation
Number of deliveries received within the required time
Number of deliveries received
x 100
=
Percentage received within the required time
Example: 590 deliveries received by the required time divided by 600 deliveries received x 100 =
98.33%
Purchased items:- Manual measurement kept by receiving personnel.
Target: 98% received within the required time.
B.
Order Despatch
Definition: All orders for the scheduled date to be despatched as per the table below
Area
ADD
Type
Printed/made
available
By 3.30pm
By 5.30pm
By 3.30pm
By 5.00pm
By 2.00pm
By today
By today
By today
By today
By today
By today
By today
By today
By today
All
Urgent Orders
Orders
Warranty
Hospital
Wholesalers
Representatives Orders
TPM
Affiliate
Pacific Island
Export
Drug
Solvay
Remote Warehouse
Replenishment
Medisense
BDC
Despatch Day
Target
Same Day
Same Day
Same Day
Same Day
Same Day
2 days
2 days
2 days
2 days
2 days
2 days
2 days
2 days
2 days
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
Measure
Calculation
Number of Orders despatched within the required time
Number of Orders received
x 100
=
Percentage received within the required time
Example: 3950 orders despatched by the required time divided by 4000 orders received x 100 = 98.75%
Target: 98% despatched within the required time.
C.
Inventory Accuracy and Cycle Count
Definition: Any error that results in the wrong quantity, wrong product being despatched, and wrong
product/quantity being in the wrong location within the warehouse.
Inventory Accuracy
ADD*
Solvay
AI
K1
K2
K1
K2
K1
K2
}
}
}
}
}
}
Target
99.8%
99.8%
99.8%
K1 - Wrong product sent
K2 = Wrong quantity sent
Cycle Count - Warehouse Stock Accuracy
AI
ADD*
Solvay
* ADD includes MediSense
Target
98.0%
98.0%
98.0%
Measure:
Wrong quantity sent, wrong product sent.
Calculation
No. of occurrences of error x 100
Number of lines picked
Example
99.35%
99.2%
=
=
= Total
65 line errors per month
80 line errors per month
% error
=
=
195 line errors per quarter
240 line errors per quarter
Cycle Counting
Calculation
Number of errors in count x 100
Total counts
= Total
% error
Target: Inventory Accuracy - 99.8%, Cycle Count - 98.0%
D.
Internal Audits - Warehouse Inspection
Definition: The number of observations received in an internal audit.
The following document will be used for all inspections carried out.
WAREHOUSE INSPECTION
Code: P = Points this section
ITEM
LIGHTING
- Adequate illumination
- Light fittings clean & in good order
ELECTRICAL
- No broken plugs, sockets or switches
- No frayed or damaged electrical leads
- No temporary leads on the floor
FLOORS, WALKWAYS & AISLES
- Floors clean of oil, grease & spills / debris
- Surfaces-no cracks or holes
- Walkways adequately & clearly marked
- Walkways & aisles free from obstruction
PALLET RACKS / ALIGNMENT
(Check twice a year in compliance with Abbott
IPEP-440.00)
- Column legs & horizontal/diagonal supports
- Load beams properly assembled
- Load beam welds intact
- Pallet supported / extender in place
PALLETS
- Pallet locations clearly labelled
- No loose bottles on pallets
- No mixed batches on same pallets
- No different product on top of another product
- No ‘pyramids’ in pick area
- No loose stretchwrap in ‘pickface area’
S = Score
P
2
3
4
4
9
S
ACTION REQUIRED
- Stacked & stored correctly
- No broken slats, supports or protruding nails
- All pallets contents above shoulder height
secured with either shrink wrap/twine/tape
FORKLIFT/EQUIPMENT SAFETY
- Safe driving practices observed
- Hand pallet jacks - in good condition
- Stretchwrap machine - in good condition
- Trolleys in good order / condition
- Unobstructed vision at intersections
- Road surfaces for forklifts suitable
- Forklift truck in good condition & clean
- Log books completed, and signed
BATTERY CHARGER
- Area well ventilated
- Cables in good condition
- Clear access to switch
- Adequate signposting (safety glasses etc.)
- No metal objects on charger
HOUSEKEEPING
- Materials stored in racks & bins if possible
- Floors clean & clear of rubbish / obstruction
- Adequate waste disposal / bins emptied
- Benches clean & organised
- Cupboards clean, contents correct
- Notice boards relevant information only
- Shelving areas dust free
- Goods returned area clean
- Outside / Inside dock area clean & tidy
PPE
- Safety footwear compliance
- No Stanley Knives to be used (safety cutters
only)
MANUAL HANDLING
- Suitable mechanical aids provided & used
- Safe lifting techniques observed
- Bench heights & space adequate
FIRE SAFETY
- Fire sprinkler obstruction
- Fire extinguishers check & labelled
- Fire equipment accessible & unobstructed
- Fire exits marked & access/egress clear
- Fire doors closed & unobstructed
- Flammable materials stored correctly
SAFETY SIGNS
- Presence
- Position
- Suitability
FIRST AID
- First Aid box clearly marked/accessible
- Contents adequate, clean & orderly
- Emergency numbers displayed
- Trained First Aiders available
OFFICE
- Furniture (Desk/chairs/filing cabinets)
- Workspace, layout
- Housekeeping
AMENITIES
8
5
9
2
3
6
3
4
3
2
- Clean & well maintained
- Adequate soap/towels provided
SPILL KITS
- Adequate signage
- Contents tidy/maintained
- Kits free from obstruction
MSDS (Material Safety Data Sheets)
- All up to date (none older than 5 years)
- MSDS readily accessible to all
PROCEDURES
- BOP’s up to date & available
- Check one BOP procedure (name BOP) against
actual process
TRAINING
- Training register available
- Training up to date
TEMPERATURE MONITORING
- Check that monitors are up to date
SCALES
- Check the date is within calibration
requirement date.
Calculation
Result/78
(78 = the total possible score)
3
2
2
2
1
x
100
=
%
Inspections to be conducted by a member of the Occupational Health & Safety Committee, a member of the
Warehouse [what staff?] and the Warehouse Supervisor/Manager.
Target: 98%
PART B - FORMALITIES
Notwithstanding arrangements outlined in Part A of the Award, the following formalities as contained in Part B
will apply.
1. Payment of Wages
A.
Wages shall be paid to the Employee by the Company by way of Electronic Funds Transfer ("EFT") at
fortnightly intervals i.e. 26 payments per annum.
B.
The Company will (notify) the Employee’s appropriate bank if for any reason the EFT payment into an
Employee's account is delayed.
Upon termination of employment, wages due to an Employee will, where possible, be deposited on the date of
such termination, but no later than five (5) working days' after termination.
The Company may automatically deduct from wages due to an Employee any amount authorised by the
Employee to do so.
2. Relationship With Parent Award
This Consent Award shall be read and interpreted wholly in conjunction with the Parent Award/s, but will
prevail over the Parent Award/s to the extent of any inconsistency.
3. Contract of Employment
Employees who are not specifically engaged as a casual employee shall be deemed to be employed on a full
time basis.
4. Part-Time and Casual Employees
4.1
4.2
Part-time Employees
1.
Part-time employees may be employed as required by the Company.
2.
The ordinary hours of work, exclusive of meal times, shall be the same as those prescribed for
weekly employee but shall be no less than 20 hours per week.
3.
Part-time employees shall be paid at the hourly rate of pay which is one-thirty eighth of the
weekly wage of the appropriate classification.
4.
All other provisions of the Award with respect to annual leave, long service leave, sick leave,
personal/carer's leave, holidays, shall apply to part-time employees on a pro-rata basis.
5.
The Company will not employ more than 25 per cent of its employees who are covered by this
Award on a part time basis.
6.
Notwithstanding the provisions of paragraphs 1 to 5 of this clause, the Unions and the Company
may agree, in writing, to observe other conditions in order to meet special cases.
Casual Employees
1.
Casual employees shall be paid an hourly rate equal to the appropriate weekly rate under the
Parent Award, divided by 38, plus 20 per cent casual loading calculated to the nearest half cent.
Casual employees will receive a minimum daily payment of four hours pay.
2.
The Company will not employ more than 25 per cent of its employees who are covered by this
Award as casuals.
3.
Notwithstanding the provisions of paragraph 1 and 2 of this clause the Unions and Company may
agree, in writing, to observe other conditions in order to meet special cases.
(a)
Notwithstanding the above, no more than 25 per cent of the total hours worked by Employees in
any 12 month period shall be worked by part time and/or casual employees. The Unions and the
Company may however agree to observe other conditions.
(b)
Overtime rates will only be paid to casual and/or part-time employees when they work in excess
of nine and a half hours in a day or 38 hours in a regular work week as described in Clause 6,
Hours of Work and Work Week of Part B of the Award.
4.3
5. Seniority
Seniority is defined as the length of an Employee's continuous service with the Company since their [last] date
of hire.
In the event of a promotion, transfer or demotion involving a change of department, the Employee shall
maintain their seniority within their new department.
In. the Case of a Full Time Employee Being Re-Employed Within 12 Months of Their Departure for the
Purpose of Seniority Their Length of Employment Shall be Bridged. It is Understood that This Will Not
Permit Someone to be Paid the Same Benefit Twice.
6. Hours of Work and Work Week
(A)
The regular work week for permanent full-time employees will be 38 hours from Monday to Friday
inclusive.
1.
For permanent full-time employees who presently enjoy a four day work week, this will
continue. It is understood that a four day work week can be worked over a Monday to Thursday
period or a Tuesday to Friday period.
2.
Part-time Staff:
3.
Casual Staff: (See Clause No. 4.2)
(See Clause No. 4.1)
(B)
It is understood that the Company may be required to modify the work week/work schedules if
operations so require. In the case that such a change is required the Company will respect the procedure
set out in clause 7, Work Schedules, of Part B of the Award.
(C)
Washing up and walking time will be available to all Employees for the purposes of washing changing
and moving between their work area, changing rooms and exiting the site at the end of their regular
work schedule. The time allocated for this purpose will be a total of 5 minutes prior to the end of the
Employee's work schedule. No Employee is to cease operational activities prior to this allowable time.
(D)
All Employees will present themselves in their regular work area ready for work in their correct work
attire at the start of their regular work schedule.
(E)
All union related activities conducted during an Employee's regular working hours are to be approved
by the Employee's supervisor/manager. Should a stop work meeting occur, all Employees
involved are required to sign off until the stop work meeting is finished and then sign back on again. In
the case of other union business not involving a group meeting but requiring external attendance, the
Employee(s) and/or delegate(s) should either sign out and in, or record such time by other approved time
recording methods.
7. Work Schedules
(a)
1.
Day: Shall mean a work day commencing not earlier than 6.00 am but finishing no later than
6.00 pm.
2.
Morning: Shall mean a work day commencing after midnight but before 6.00 am.
3.
Afternoon: Shall mean a work day which finishes after 6.00 pm but before midnight.
4.
Night: Shall mean a work day which finishes after midnight but before 6.30 am.
(b)
The time of commencement and conclusion of a work schedule for an Employee or a group of
Employees, the shift that an Employee is assigned to, or a change to the days that make up a work week
once having been determined, may be varied by consultation and agreement between the Company and
the majority of Employees concerned, to suit the circumstances of the relevant department. In the
absence of agreement pertaining to such a change the schedule can be modified by the Company if
notice is given to the affected Employees. At all times the Company will endeavour to provide as much
notice as is possible, however not less than seven days notice must be given. .
(c)
Shift Allowances
i
A shift allowance at the rate of 15% will be paid to Employees who work on a work schedule as
described in sub clause a) 2. and 3. Morning and Afternoon Shift, of this clause.
ii
A shift allowance at the rate of 20% will be paid to Employees who work on a work schedule as
described in sub clause a) 4 Night Shift, of this clause.
iii
The shift percentage rates for all Employees will be calculated on the base rate excluding any
built in overtime component.
8. Meal & Tea Breaks
8.1
Meal & Tea Breaks - Normal Work Schedule
(a)
Tea Breaks (Rest period)
Each permanent full-time employee will be entitled to two paid rest periods per complete work
day. The Company will schedule the first rest period of 15 minutes prior to the meal break and
the second rest period of 10 minutes after the meal break. The rest period schedule may be
modified as required to coincide with the needs of the department. Individuals scheduled rest
periods will be designated so as to maximise the department's efficiency.
(b)
A casual and/or part time employee will be entitled to be paid rest periods as follows:
Hours Worked
* First four consecutive hours
* Second four or more hours
(c)
Rest Period
15 minutes
10 minutes
Meal Breaks (Day shift)
An Employee who works in excess of five consecutive hours or more on any regular work day
shall be allowed on such day, an unpaid meal break of 35 minutes. Meal times will be between
12.00 noon and 1.30 pm. There will be a minimum of two (2) meal break during this time frame.
An Employee, as described above, who has not completed their meal break by 1.30 pm will be
paid at overtime rates from 1.30 pm until the completion of their actual meal break. The meal
break may be changed as required to coincide with the needs of the department. Employees'
meal break schedules will be designed to maximise the department's efficiency.
(d)
Meal Break (Non-Day shift)
An Employee who works in excess of five (5) consecutive hours or more on a non-day shift on
any day shall be allowed a paid meal break of 20 minutes. The meal break periods will be
modified as required to coincide with the needs of the department. Employees meal break
schedule will be designed to maximise the department's efficiency.
8.2
Meal & Tea Breaks - Additional Work Hour Requirements
It may be necessary to work additional hours. Additional hours have, subject to clause 1.1.2 below,
been accounted for in the annualised salary package. The following is the meal and tea break provision
when additional hours are required.
1.1.1. When additional hours are those hours provided for in the annualised salary:
(i)
For less than four hours, a ten minute paid tea break.
(ii)
For hours greater than four hours, a ten minute paid tea break plus a 20 minute paid
meal break (intended for those required to work the majority of a full shift.)
1.1.2. When additional hours are outside those provided in the annualised salary package:
(i)
For less than four hours, 20 minute paid break.
(ii)
For hours greater than four hours, a ten minute paid tea break plus a 20 minute paid
meal break.
9. Employment Security Policy
(a)
The parties recognise that over the course of time the mix of jobs and skills required may change. In
the event that an Employee's job is displaced by new technology or work methods, the Employee will be
offered an alternative position where possible together with the requisite training.
(b)
In the event that suitable alternative employment cannot be provided to Employees who qualify for
redundancy payments, the agreed Redundancy Provisions, referred to in clause 27 in Part B of this
Award will apply.
(c)
The parties acknowledge that redundancy is not a desired effect of the Award.
(d)
In order to ensure the preservation of Employees' jobs it may be necessary for the Company to put
additional work regimes in place quite different to those covered elsewhere in the Award. If this
situation does arise then sub clause (c) of Clause 2 in Part A of the Award, will apply.
10. Job Posting
Any full-time position that becomes vacant or any new position created will be posted on the Noticeboard in
the Warehouse for a period of one working week. A copy of the posting will be given to the appropriate union
delegate.
Any Employee who satisfies the pre-requisites of a new position may apply. Applications must be in writing
and must be submitted to the Human Resources Department within one working week of the position being
posted..
In deciding who is to be assigned the position, the Company will consider the skills, physical ability and
manual dexterity, where relevant to the nature of the position, and previous work history of the applicants.
When all other factors seem to be even, the Employee with the most Seniority applying for the job shall be
appointed. See Clause 5 of Part B of the Award.
11. Performance Appraisals
The overall performance of a company relies on the contribution of each employee. A 360 degree team based
performance appraisal system will provide the opportunity to focus on recognition of performance and
development of Employees, including the agreement of practical plans that will build on a person's strengths
and minimise their weaknesses.
The instrument to conduct performance appraisals will be the "Technician Performance Survey", see
Appendices 2 - 8. This performance survey will play a dual role of appraising performance at an existing level
within the classification structure as well as being a tool for assessing the readiness of an individual for
advancement through the classification structure.
At the time of assessment of an individual for progression to a higher level, the survey will be conducted, by
the team, on the individual's existing level. Six months later, the Employee will then be appraised at the new
level using that level's survey criteria. Performance appraisals will then be subsequently conducted at two
yearly intervals.
12. Counselling Procedure
(a)
The Company is committed to handling unacceptable performance or violations of policies in a fair,
equitable and just manner. To this end, unacceptable performance or violation of company policies will
be dealt with through progressive and corrective measures. The Company will attempt to ensure that
corrective measures are commensurate with the severity of the Employee's conduct.
(b)
Progressive Corrective Measures
Corrective measures will be, generally speaking, progressive, commencing with verbal discussions,
followed by written reprimands, and in the event that efforts at correction have been ineffective,
termination of employment. These processes should be held in privacy and remain confidential.
Generally, once it has been determined that discipline is required to prevent a recurrence of the poor
conduct, the following steps will be applied:
First step:
Verbal discussions for first occurrence, pertaining to unacceptable performance or concerning
breach of conduct. A notation of this conversation will be duly placed in the Employee's file.
Second step:
Written reprimand for second occurrence, pertaining to unacceptable performance or breach of
conduct. A copy of this reprimand will be placed in the Employee's file.
Third step:
Written reprimand for third occurrence, pertaining to unacceptable performance or breach of
conduct. A copy of this reprimand will be placed in the Employee's file.
Final step:
Termination - To be used when repetitive and progressive corrective measures have proven
ineffective or the offence is of a serious enough nature as to require such action immediately.
Prior to imposing any form of discipline the Supervisor/Manager will consult with the Human
Resources Department. The Human Resources Department will assist in the process in order to ensure
fairness, uniformity and impartiality in the application of the corrective measures.
It is to be understood throughout the procedure noted above that the Employee will be invited to present
any mitigating factors which may have a direct impact on the interpretation of the occurrence. The
Employee is free to seek counsel from his/her union delegate and/or organiser at anytime throughout the
aforementioned procedure and/or request that the union delegate be in attendance.
Any reprimands inserted in an Employee's file will be retained in the employee's official file located in
the Human Resources Department. These inserts will be withdrawn after one year following insertion
unless other offences/reprimands are committed during this same period.
An Employee may, at any time, review their personal file in the presence of a member of the Human
Resources Department or union representative if so requested.
Notwithstanding the above the Company shall retain the right to dismiss any employee without
progressive and corrective measures or without notice for conduct that justifies instant dismissal
particularly conduct which could endanger our customers, place other employees at risk, or cause wilful
damage to our equipment facilities.
13. Anti-Discrimination
(1)
It is the intention of the parties bound by the Award to seek to achieve the object in section 3(f) of the
Industrial Relations Act 1996 to prevent and eliminate discrimination in the workplace. This includes
discrimination on the grounds of race, sex, marital status, disability, homosexuality, transgender
identity, age, and as responsibilities as a carer.
(2)
It follows that in fulfilling their obligations under the grievance procedure prescribed by the Award the
parties have obligations to take all reasonable steps to ensure that the operation of the provisions of the
Award are not directly or indirectly discriminatory in their effects. It will be consistent with the
fulfilment of these obligations for the parties to make application to vary any provision of the Award
which, by its terms or operation, has a direct or indirect discriminatory effect.
(3)
Under the Anti-Discrimination Act 1977, it is unlawful to victimise an employee because the employee
has made or may make or has been involved in a complaint of unlawful discrimination or harassment.
(4)
Nothing in this clause is to be taken to affect:
(5)
(a)
any conduct or act which is specifically exempted from anti-discrimination legislation;
(b)
offering or providing junior rates of pay to persons under 21 years of age;
(c)
any act or practice of a body established to propagate religion which is exempted under section
56(d) of the Anti-Discrimination Act 1977;
(d)
a party to the Award from pursuing matters of unlawful discrimination in any State or federal
jurisdiction.
This clause does not create legal rights or obligations in addition to those imposed upon the parties by
the legislation referred to in this clause.
14. Grievance Procedures
For the purpose of this section the word "grievance" means dispute with respect to an interpretation, violation
or enforcement in the application of the Award.
A sincere effort to promptly settle all such grievances shall be made by all parties.
Any Employee who feels that their rights have been violated may submit a grievance to the Company.
The Company strongly suggests that at the first stage of the grievance procedure, the Employee should discuss
the grievance with his/her immediate Manager. If however, the Employee would prefer to involve their union
delegate at this stage, he/she is encouraged to do so.
If, following discussion with a manager, the grievance remains unresolved, the Employee and/or union delegate
will meet with the department manager to try to resolve the issue. The department manager will study the
issues and relevant details and render a decision within two work days following the meeting.
If at this stage the grievance is still not satisfactorily resolved the Employee and/or a Union delegate, can refer
the grievance to the Grievance Committee. The Grievance Committee will be made up of the following
representatives and at all times there will be an equal representation.
a.
The Employee;
b.
A union delegate and/or the Co-Delegate;
c.
The Employee's Supervisor and/or Manager; and
d.
The Director of Human Resources or a delegate of their choice.
The Grievance Committee will meet as soon as is possible within two work days following receipt of the
grievance in order to attempt to settle the issues. If the Grievance Committee, after investigation of all of the
facts, is not able to develop a suitable solution, the Director of Operations and/or the Director of Human
Resources or their designates will render a final decision and this within one day following the above meeting.
In the event of failure to resolve the dispute, the delegate, the co-delegate together with the union organiser
may notify the Company to arrange a meeting with the intent of reaching a settlement.
If the grievance remains unresolved the Employee may take steps to have the matter referred to the Industrial
Relations Commission of New South Wales (the "Commission") for resolution. The parties agree not to take
any industrial action whilst the grievance procedure is being followed.
Should a settlement not be reached with the assistance of the Commission, either party may take whatever legal
action is considered appropriate to resolve the matter. During or following the grievance procedure, the
Company and/or the union may elect to call a meeting of Employees to inform them of the progress being
made.
Grievances between the Company and the Union(s) or a grievance on behalf of an Employee resulting from
their termination may be submitted directly to the Grievance Committee.
By mutual agreement the time frames noted above may be modified accommodate to individuals' schedules
and/or the seriousness of the issue giving rise to the grievance.
15. Sick Leave
Annual Entitlement
(a)
Sick Leave
An Employee, other than a casual employee who is unable to work due to personal illness will be
entitled to sick leave as follows:
(b)
1.
During the first year of employment an Employee will be entitled to a maximum of 76 hour's of
sick leave credits after having completed one month of service.
2.
During the second and each subsequent year of service, an Employee will become entitled to
additional sick leave credits to a maximum of 76 hours.
3.
Part time employees will be eligible for sick leave credits as described in paragraphs 3 and 4 of
this sub clause but calculated on a pro rata basis.
4.
Sick leave credits not taken will accumulate from year to year.
5.
Sick leave credits not taken and therefore accumulated prior to the existence of the Award will be
maintained.
The taking of Sick Leave will be in accordance with the following procedure:
1.
An Employee shall prove to the satisfaction of their Manager that they are unable to attend work
for the day or days of absence before they are entitled to payment.
2.
For absences of three days or more a doctor's certificate must be submitted for payment of sick
pay to be made as well as in the case of a day off before or after a public holiday.
1.
Absences for which a claim for Workers Compensation is to be made are not covered by this
section. Such absences are required to be supported by the appropriate WorkCover medical
certification in all cases, in accordance with the relevant legislation.
2.
If a claim for Workers Compensation is not accepted by Workers Compensation then the claim
will be deemed sick leave and subject to the rules and regulations of this clause.
(c)
(d)
Should an Employee be unfit for their normal duties, upon return to work from any sick leave or a work
accident, they are required to visit with the Supervisor before proceeding to their area. In the absence of
the, Supervisor, the Employee should report to their Manager. The Employee shall then report to the
Payroll Manager or HR Manager as soon as is practicable thereafter to enable determination of
suitability of selective duties.
For further details regarding sick leave, refer to the Abbott Sick Leave Policy No. 4.14, as varied from
time to time, located in the Human Resources Policies database within the Document Management
System.
16. Personal/Carer's Leave
16.1
Use of Sick Leave
(a)
An Employee, other than a casual employee, with responsibilities in relation to a class of person
as set out in subparagraph (i) of paragraph (c) of this sub clause, who needs the Employee's care
and support, shall be entitled to use, in accordance with this sub clause, any current or accrued
sick leave entitlement, provided for in clause 15, Sick Leave of Part B of the Award, for absences
to provide care and support, for such persons when they are ill. Such leave may be taken for part
of a single day.
(b)
The Employee shall, if required, establish either by production of a medical certificate or
statutory declaration, the illness of the person concerned and that the illness is such as to require
care by another person. In normal circumstances, an Employee must not take carer's leave under
this sub clause where another person has taken leave to care for the same person.
(c)
The entitlement to use sick leave in accordance with this sub clause is subject to:
(i)
(d)
the person concerned being:
(a)
a spouse of the Employee; or
(b)
a de facto spouse, who, in relation to a person, is a person of the opposite sex to the
first mentioned person who lives with the first mentioned person as the husband or
wife of that person on a bona fide domestic basis although not legally married to
that person; or
(c)
a child or an adult child (including an adopted child, a step child, a foster child or
an ex nuptial child), parent (including a foster parent and legal guardian),
grandparent, grandchild or sibling of the employee or spouse or de facto spouse of
the Employee; or
(d)
a same sex partner who lives with the Employee as the de facto partner of that
employee on a bona fide domestic basis; or
(e)
a relative of the Employee who is a member of the same household, where for the
purposes of this subparagraph:
1.
"relative" means a person related by blood, marriage or affinity;
2.
"affinity" means a relationship that one spouse because of marriage has to
blood relatives of the other; and
3.
"household" means a family group living in the same domestic dwelling.
An Employee shall, wherever practicable, give the Company notice prior to the absence of the
intention to take leave, the name of the person requiring care and that person's relationship to the
Employee, the reasons for taking such leave and the estimated length of absence. If it is not
practicable for the Employee to give prior notice of absence, the Employee shall notify the
Company by telephone of such absence at the first opportunity on the day of absence.
16.2
Unpaid Leave for Family Purpose
An Employee may elect, with the consent of the Company, to take unpaid leave for the purpose of
providing care and support to a member of a class of person set out in clause 16.1(c)(i) of Part B of the
Award who is ill.
16.3
16.4
16.5
16.6
Annual Leave
(a)
An Employee may elect with the consent of the Company, subject to the Annual Holidays Act
1944, to take annual leave not exceeding five days in single day periods or part thereof, in any
calendar year at a time or times agreed by the parties.
(b)
Access to annual leave, as prescribed in paragraph (a) of this sub clause, shall be exclusive of any
shutdown period provided for elsewhere under the Award.
(c)
An Employee and the Company may agree to defer payment of the annual leave loading in
respect of single day absences, until at least five consecutive annual leave days are taken.
Time Off in Lieu of Payment for Overtime
(a)
An Employee may elect, with the consent of the Company, to take time off in lieu of payment for
overtime at a time or times agreed with the Company within 12 months of the said election.
(b)
Overtime taken as time off during ordinary time hours shall be taken at the ordinary time rate,
that is an hour for each hour worked.
(c)
If, having elected to take time as leave in accordance with paragraph (a) of this sub clause, the
leave is not taken for whatever reason payment for time accrued at overtime rates shall be made
at the expiry of the 12 month period or on termination.
(d)
Where no election is made in accordance with the said paragraph (a), the employee shall be paid
overtime rates in accordance with the Award.
Make-up Time
(a)
An Employee may elect, with the consent of the Company, to work "make-up time", under which
the employee takes time off ordinary hours, and works those hours at a later time, during the
spread of ordinary hours provided in the Award, at the ordinary rate of pay.
(b)
An Employee on shift work may elect, with the consent of the Company, to work "make-up
time" (under which the Employee takes time off ordinary hours and works those hours at a later
time), at the shift work rate which would have been applicable to the hours taken off.
Rostered Days Off
(a)
An Employee may elect, with the consent of the Company, to take a rostered day off at any time.
(b)
An Employee may elect, with the consent of the Company, to take rostered days off in part day
amounts.
(c)
An Employee may elect, with the consent of the Company, to accrue some or all rostered days
off for the purpose of creating a bank to be drawn upon at a time mutually agreed between the
Company and Employee, or subject to reasonable notice by the Employee or the Company.
(d)
This sub clause is subject to the Company informing the Unions of its intention to introduce
system of RDO flexibility, and providing a reasonable opportunity for the Unions to participate
in negotiations.
17. Bereavement Leave
(i)
An Employee, other than a casual employee, shall be entitled to three days bereavement leave without
deduction of pay, up to and including the day after the funeral, on each occasion of the death of a person
as prescribed in sub clause (iii) of this clause. Provided that, if the Employee claims payment for such
leave in excess of two ordinary days, the employee shall furnish, if required, proof satisfactory to the
Company that he or she attended the funeral.
(ii)
The Employee must notify the Company as soon as practicable of the intention to take bereavement
leave and will, if required by the Company, provide to the satisfaction of the Company proof of death.
(iii)
Bereavement leave shall be available to the Employee in respect to the death of a person prescribed for
the purposes of personal/carer’s leave as set out in subparagraph (ii) of paragraph (c) of sub clause (1) of
clause 16 of Part B of this Award, provided that, for the purpose of bereavement leave, the Employee
need not have been responsible for the care of the person concerned.
(iv)
An Employee shall not be entitled to bereavement leave under this clause during any period in respect of
which the Employee has been granted other leave.
(v)
Bereavement leave may be taken in conjunction with other leave available under clause 16(2)-(5) of Part
B of the Award. In determining such a request, the Company will give consideration to the
circumstances of the Employee and the reasonable operational requirements of the business.
18. Workers' Compensation Procedure:
Refer to Workers Compensation Policy number 6.6, as varied from time to time, located in the Human
Resources Policy Manual and the Basic Operating Procedure No. HR-0280, as varied from time to time, for
claim procedure.
19. Parental Leave
Refer to Parental Leave Policy Number 4.17, as varied from time to time, located in the Human Resources
Policy Manual for additional benefits.
20. Public Holidays
(a)
b)
1.
An Employee shall be entitled, without loss of pay, to the following public holidays that fall
during their regular work schedule: New Year's Day, Australia Day, Good Friday, Easter
Saturday, Easter Monday, Anzac Day, Queen’s Birthday, Labour Day, Christmas Day and
Boxing Day, and all other days gazetted as Public Holidays for the State of New South Wales.
2.
Employees whose work schedule is Tuesday to Friday will receive a total of the same number of
public holidays as an employee whose work schedule is Monday to Thursday.
Picnic Day
In addition to the public holidays prescribed, one Picnic Day covering all Employees will be
mutually agreed between the Company and the Unions annually.
c)
Absence on Working Day Before of After
An Employee must be in attendance both the working day before and the working day after the holiday
that they are entitled to in clause a).1. of this sub clause in order to be paid for such holiday unless
otherwise agreed to.
21. Right of Entry
See Industrial Relations Act 1996.
22. Trade Union Operations
22.1
Union Membership and Delegates
The Company recognises the Unions, as the unions responding to the Award.
The on-site union/s shall provide to the Company a list of accredited union delegates, codelegates or "stand-in" representatives. Such lists may be amended from time to time as the case
may be. Such persons shall within reason and when possible be allowed the necessary paid time
during working hours, to interview union members, union officials and to meet with Company
officials on matters affecting persons represented by the union. The delegate's and/or codelegate's manager will be advised prior to the conducting of any union business that will
necessitate their departure from their work area.
The Company, when requested, will make every reasonable effort to provide a suitable area to
conduct legitimate union business.
Delegates will attempt to ensure that any union organised meeting is arranged to occur during
Employees' scheduled breaks so as to avoid disruption to the Company's operations. In calling a
stop work meeting the union will attempt to minimise the affects on other Company activities.
Union delegates, co-delegates or their representatives required to attend union business apart
from approved training (refer to clause 22.2 of Part B of the Award) will do so at no cost to the
Company unless specifically requested by the Company to attend.
22.2
Trade Union Training Leave
(i)
A union delegate, co-delegate or representative shall upon application in writing by the union be
granted up to five days leave with pay each calendar year, cumulative to a maximum of ten days
to attend trade union training courses and seminars.
"Trade union training courses and seminars" include those conducted:
1.
By or with the support of the Australian Trade Union Training Authority or accredited
union courses.
2.
By or under the auspices of an on-site union, the scope, content and level of which are
designed to promote good industrial relations and industrial efficiency.
The notice to the Company shall include details of the date(s) upon which the course is to
be conducted.
(ii)
The granting of such leave shall be subject to the Employee or the union giving not less than one
week's written notice of the intention to attend such course or such lesser period as may be
agreed between the Company, the union and the Employee concerned.
Provided that the taking of such leave shall be arranged so as to minimise any adverse effect on
the Company's operation.
(iii)
Leave of absence granted pursuant to this clause shall count as service for all purposes.
(iv)
Each Employee on leave approved in accordance with this clause shall be paid all ordinary time
earnings, applicable allowances and shift loadings which normally become due and payable
during the period of leave.
(v)
The Company shall not be required to pay the cost of travel to and from the place where such
courses are conducted and/or any other costs during such leave.
(vi)
Leave granted will not incur any additional payment to the extent that the course attended
coincides with any other period of paid leave granted pursuant to the Award.
23. Standing Down of Employees
In the event of a stoppage of work for any reason outside the Company's control, the contract of employment
may be continued, in which case the Company's liability for payment shall be suspended for the duration of the
stoppage of work, provided that two working days' notice shall be given to Employees prior to such suspension.
24. Period of Notice
a)
A fortnightly paid employee who wishes to terminate their employment with the Company must give a
minimum of two week's notice. If such an Employee chooses to leave before the completion of the
required notice, they must first obtain approval from the Company to do so. In this circumstance,
payment will be up to the agreed termination date and all time worked during the notice period will be
paid for. Such resignation may be withdrawn by mutual agreement within the period of notice.
b)
In order to terminate the employment of a fortnightly paid employee, notice by the Company will at
least meet minimum notice provisions outlined in the Federal Workplace Relations Act 1996
requirements at the time of termination, or payment in lieu of such notice.
c)
In the case of employee misconduct, the Company will terminate the employment of such Employee by
use of the Counselling Procedure. An employee who feels that their rights have not been respected can
submit their case as set out in clause 14, Grievance Procedures of Part B of the Award.
25. Abandonment of Employment
The Employee has the responsibility to notify the Company of absence from work. If after two working days
the employee remains absent without prior notification, the Company will:
a)
make an effort to contact the person; and
b)
notify the union delegate of the absence.
When contact is made, a satisfactory explanation must be given by the Employee. If no contact has been made
after a working week, the Employee will be deemed to have abandoned their employment. Such cases will be
reviewed on an individual basis and will not set a precedent for other cases.
26. Certificate of Service
An Employee on termination of employment and upon request, will be given a certificate of service by the
Company stating the period of their service and nature of their employment. A separate certificate of training
will be given upon request for training accomplished during the employment period. Application for references
should be made to the Human Resources Department.
27. Redundancy Provisions
As per the provisions of HR Policy No. HR4.7 located within the Human Resources Policies database within
Document Management, as varied from time to time, after consultation of the parties before implementation.
APPENDIX 2
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 1
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Pulls own weight in the team
Contributes in team meetings
Accepts team goals as own
Lets others know what is happening
Lets others know when they are doing something unsafe
Brings safety issues to attention
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Talks in a positive way to others
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Helps prepare for the next person
Is approachable
Is friendly & co-operative
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Recognises & corrects simple or obvious errors in routine work
activities
Seeks assistance if necessary
Is alert to recurring problems
Works without close supervision
Identifies & reports faults or defects
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Communicates well with internal partners/customers
Organises routine task activities to meet the plan
Completes daily allocated work activities efficiently
Provides information, services & materials correctly & on time to
internal partners/customers
Checks sets of information (e.g. batch numbers, expiry dates,
weights, signatures) against each other, ensuring the information
is accurate and complete
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
APPENDIX 3
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 2
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Pulls own weight in the team
Contributes in team meetings
Accepts team goals as own
Lets others know what is happening
Acknowledge efforts of others
Lets others know when they are doing something unsafe
Brings safety issues to attention
Handles conflict in a sensitive manner
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Talks in a positive way to others
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Is happy to train others in new skills
Helps prepare for the next persons
Is approachable
Is friendly & co-operative
Gives constructive feedback
Encourages others to express ideas
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Back-checks details leading up to problems
Seeks assistance if necessary
Is alert to recurring problems
Looks for signs of problems
Thinks problems through before acting
Suggests possible solutions
Passes on experience to others
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Ensures smooth shift changeovers
Communicates well with internal partners/customers
Organises routine task activities to meet the plan
Thinks ahead to reduce errors and delays
Completes routine work
Shares responsibility to meet targets
Provides information, services & materials correctly & on time to
internal partners/customers
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
APPENDIX 4
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 3
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Pulls own weight in the team
Contributes in team meetings
Accepts team goals as own
Lets others know what is happening
Acknowledge efforts of others
Lets others know when they are doing something unsafe
Brings safety issues to attention
Handles conflict in a sensitive manner
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Talks in a positive way to others
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Is happy to train others in new skills
Helps prepare for the next person
Is approachable
Is friendly & co-operative
Gives constructive feedback
Encourages others to express ideas
Provides a source of consultation
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Back-checks details leading up to problems
Seeks assistance if necessary
Detects errors or problems in routine work activities
Decide on appropriate solutions
Corrects the situation without assistance
Keeps supervisor informed of problems & actions
Passes on experience to others
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Ensures smooth shift changeovers
Communicates well with internal partners/customers
Prioritises tasks without supervisory assistance to meet deadlines
Thinks ahead to reduce errors and delays
Organise materials, supplies or equipment needed to complete
work activities effectively
Advises supervisor of anticipated needs in specific areas
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Provides information, services & materials correctly & on time
to internal partners/customers
APPENDIX 5
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 4
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Co-ordinates the activities of team members
Allocates tasks where necessary
Provides assistance where necessary
Lets others know what is happening
Acknowledge efforts of others
Lets others know when they are doing something unsafe
Brings safety issues to attention
Handles conflict in a sensitive manner
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Talks in a positive way to others
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Is happy to train others in new skills
Helps prepare for the next person
Is approachable
Is friendly & co-operative
Gives constructive feedback
Encourages others to express ideas
Provides a source of consultation
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Back-checks details leading up to problems
Seeks assistance if necessary
Detects errors or problems in routine work activities
Decide on appropriate solutions
Corrects the situation without assistance
Keeps supervisor informed of problems & actions
Passes on experience to others
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Communicates well with internal partners/customers
Prioritises tasks without supervisory assistance to meet deadlines
Thinks ahead to reduce errors and delays
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Organise materials, supplies or equipment needed to complete
work activities effectively
Advises supervisor of anticipated needs in specific areas
Provides information, services & materials correctly & on time
to internal partners/customers
APPENDIX 6
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 5
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Schedules, co-ordinates & monitors the activities of team
members to meet work requirements efficiently
Allocates tasks where necessary
Provides assistance where necessary
Lets others know what is happening
Acknowledge efforts of others
Lets others know when they are doing something unsafe
Ensures the safety of others in the department
Handles conflict in a sensitive manner
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Liaises with other departments to direct or monitor activities
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Conducts on-the-job training of team members
Organises specialist training resources as required
Establishes training & development plans for team members
Is friendly & co-operative
Gives constructive feedback
Encourages others to express ideas
Provides a source of consultation
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Identifies serious or complex problems
Interprets patterns of information to reach solutions
Implements appropriate solutions using supervisory advice &
assistance where required
Corrects the situation without supervisory assistance if
appropriate
Decides on appropriate solutions
Keeps supervisor informed of problems & actions
Passes on experience to others
Needs some
Usually
Always
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Communicates well with internal partners/customers
Prioritises tasks without supervisory assistance to meet
deadlines
Plans and organises all of the resources required to complete
scheduled work within area
Provides information, services & materials correctly & on time
to internal partners/customers
APPENDIX 7
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 6
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Schedules, co-ordinates & monitors the activities of team
members to meet work requirements efficiently
Allocates tasks where necessary
Provides assistance where necessary
Lets others know what is happening
Acknowledge efforts of others
Lets others know when they are doing something unsafe
Ensures the safety of others in the department
Handles conflict in a sensitive manner
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Liaises with other departments to direct or monitor activities
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Conducts on-the-job training of team members
Organises specialist training resources as required
Establishes training & development plans for team members
Is friendly & co-operative
Gives constructive feedback
Encourages others to express ideas
Provides a source of consultation
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Assumes responsibility for decisions required in the day-to day
running of the work without supervisory assistance
Anticipates or predicts potential quality problems or issues
Interprets patterns of information to reach solutions
Implements appropriate actions to correct situations and to
ensure quality requirements are met in the future
Needs some
Usually
Always
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Communicates well with internal partners/customers
Prioritises on-going competing activities without supervisory
assistance to meet deadlines
Plans and organises all of the resources required to complete
Scheduled work within area
Provides information, services & materials correctly & on time
to internal partners/customers
Plan and organise specific activities within the department
Co-ordinate information to ensure specific requirements are met
APPENDIX 8
ABBOTT AUSTRALASIA PTY LTD - Abbott International Division
Technician Performance Survey - Level 7
INTERPERSONAL (PEOPLE) SKILLS
Participates in Team Activities
Name:
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Schedules, co-ordinates & monitors the activities of team
members to meet work requirements efficiently
Allocates tasks where necessary
Provides assistance where necessary
Lets others know what is happening
Acknowledge efforts of others
Lets others know when they are doing something unsafe
Ensures the safety of others in the department
Handles conflict in a sensitive manner
Communicates with internal partners/customers
Listens carefully to others
Understands needs of internal partners/customers
Liaises with other departments to direct or monitor activities
Is sympathetic to difficulties of others
Respects individual differences
Is open and honest with others
Supports & Develops Others
Conducts on-the-job training of team members
Organises specialist training resources as required
Establishes training & development plans for team members
Is friendly & co-operative
Gives constructive feedback
Encourages others to express ideas
Provides a source of consultation
DECISION MAKING/PROBLEM SOLVING
Identifies & Solves Problems
Assumes responsibility for decisions required in the day-to day
running of the work without supervisory assistance
Anticipates or predicts potential quality problems or issues
Interprets patterns of information to reach solutions
Implements appropriate actions to correct situations and to
ensure quality requirements are met in the future
Needs some
Usually
Always
ORGANISATION, PLANNING & TIME MANAGEMENT
Organises Resources & Time
Needs some
Usually
Always
Development Displays this Displays this
Behaviour
Behaviour
Communicates well with internal partners/customers
Prioritises on-going competing activities without supervisory
assistance to meet deadlines
Plans and organises all of the resources required to complete
scheduled work within area
Provides information, services & materials correctly & on time
to internal partners/customers
Plan and organise specific activities within the department
Co-ordinate information to ensure specific requirements are met
PART C - CLASSIFICATION STRUCTURE
1. General Information
1.1
Introduction
The primary aim of the Company's Classification Structure (the "Classification Structure") is to provide
a sound framework for developing individuals to a required level of competency within the various
levels provided in a fair and equitable manner. The Structure is based on competency, rather than the
more traditional method of classifying work which is based mainly on job titles or qualifications.
Competency can be defined as the skills, knowledge and behaviours necessary to perform work to
specified standards.
A competency-based classification structure therefore organises work and rewards employees according
to the skills, knowledge and behaviours needed to perform the required work.
Employees benefit through a more structured and defined system to prepare them for the more
challenging work for the future.
The Company benefits through a structured organisation of work which clearly defines the competencies
required to meet Company goals, more efficient employee performance, and flexibility of resources to
meet the changing needs of customers.
Purpose of This Document
The purpose of this document is to provide all personnel involved with an understanding of:
the Classification Structure,
the nature of the work occurring at each level, and
how employees develop their skills.
1.2
Description of the Structure
CLASSIFICATION LEVELS
The Classification Structure has seven levels Level 1 (entry level) through to a Level 7. Each level has
clearly defined competency requirements which are different from levels above and below. The higher
the level, the more complex the work requirements.
Classification of work is based on careful analysis of the education, training, knowledge,
responsibilities, communication skills, work context and technical skills required in each position.
Positions of similar overall complexity are grouped together in the same level.
GENERIC TITLES
In order to encourage more effective work practices, all employees are referred to as Technicians.
Differences in roles within the classification levels will be identified by generic role titles, for example,
Technician Level 3 -Warehousing.
SKILL FLEXIBILITY
To maintain the needed skill flexibility, Employees will continue to be required to perform any work for
which they are trained and competent. This will apply both within their current level and at lower
classification levels.
MULTI-SKILLING
Generally, Employees will be encouraged and recognised for becoming multi-skilled across different
roles within their particular functional stream.
In addition, and where relevant, Employees will be given opportunities to multi-skill within the
Warehousing environment. This is of particular benefit to both the Company and Employees where:
there is a logical development of skill from one level to another, or
there are skill requirements between levels, allowing an Employee to receive recognition for
applying his/her skills more broadly.
REVIEW OF ROLES
Employees will continue to participate in programs designed to improve quality and efficiency. It is
therefore likely that roles will naturally evolve over time as Employees become more skilled and
responsible in their work.
Given the requirement for Employees to undertake a period of training and consolidation of skill it is not
anticipated that significant changes to job roles will be necessary other than those agreed. In this respect
role reviews will be conducted, on a needs basis. To ensure that roles continue to be classified fairly,
these will be carried out by any two Employees involved in each role and having knowledge of the
role/s being reviewed, a Management representative, a union representative and an HR representative.
CASUAL EMPLOYEES
Casual employees will continue to be provided through external agencies on a needs basis.
Casual employees will not be classified in the Classification Structure. However, casual employees, will
be given opportunities to apply for a permanent position should a vacancy arise. In this case, if
successful, the employee will be assessed and classified into the appropriate level.
EMPLOYEE APPEALS
As Employees move onto and work within the Classification Structure, there needs to be provision for
those people who feel that they wish to appeal a process or issue. The Appeals Procedure will address:
appeals concerning assessment of competency; and
appeals concerning classification of roles.
In each case, the Employee should try to resolve the concern through discussion with:
1.3
(i)
the person who has been directly working with them on assessment, or classification of a role,
then
(ii)
the current immediate Manager, then
(iii)
the union representative, then
(iv)
the HR representative.
General Requirements for Each Level
Classification. Level Requirements Cover What is Typically Needed to Perform the Work in Roles
Classified at a Particular Level. the Requirements Include:
Qualifications and/or experience;
Training; and
Competency requirements.
QUALIFICATIONS AND EXPERIENCE
Qualifications:
Include any formal educational or vocational qualifications or licensing typically needed to perform the
work in a particular position.
Experience:
This refers to any previous experience needed, gained either at a lower level in the Company, or in a
similar field in another company.
TRAINING
Two types of training will be provided to allow Employees to meet the required competencies in their
respective roles and within their classification levels.
Generic Training:
This refers to training which is relevant to competent performance in all roles within a classification
level. Generic training will support the more specialised on-job training and will cover such areas as
OH&S, Quality, Teamwork, GMP etc. Where possible, this training will be an accredited programme.
On-Job Training:
This type of training is provided to allow Employees to achieve the required standard of competence in
the particular tasks associated with their respective roles.
COMPETENCY REQUIREMENTS
Generic Level Competencies:
Within each level, there are some competencies that need to be achieved in all positions Classified at
that level. These include, for example, the type of responsibility and decision-making expected and the
level of communication, documentation and technical skills needed.
Competencies required at each level are listed in Clause3, Part C of this Award.
Position Competencies:
Following the completion of relevant generic and on-job training, Employees will be expected to
perform their work to specified competency standards. These will vary according to the nature of work
in each role.
1.4
Summary of Generic Training
Generic training is based on a ‘building block’ approach - each level building on the skills developed at
the previous level. For this reason, employees will be required to undertake generic training modules
(as they become available) for all levels up to and including the level at which they are classified
LEVEL
1
2
3
4
5
6
7
1.5
GENERIC TRAINING MODULE
ABBOTT INDUCTION PROGRAM
NUMERACY AND CALCULATION as required
BASIC COMPUTING SKILLS
MATERIALS HANDLING
HAZARDOUS CHEMICALS
IATA DANGEROUS GOODS COURSE
MAN-UP FORKLIFT
Warehouse Certificate offered if business need requires same
INTERMEDIATE COMPUTING SKILLS
Warehouse Certificate offered if business need requires same
TIME MANAGEMENT
PLANNING SKILLS
SUPERVISORY/COACHING SKILLS
ROOT CAUSE ANALYSIS
DATA ANALYSIS/ROOT CAUSE ANALYSIS
TO BE DEFINED
TERTIARY QUALIFICATIONS AS REQUIRED
Summary of Roles within Levels
LEVEL
1
2
3
4
5
6
7
WAREHOUSING
Warehouse Technician
Warehouse Technician
Warehouse Technician
Receiving Technician
Multi-skilled Warehouse Technician
Warehouse Technician
To be Defined
To be Defined
2. Employee Classification, Training and Assessment
2.1
Employee Classification
THE STRUCTURE
Each Employee is classified into the Classification level which most closely represents their level of
competency.
As a result of the original job re-design process, there were additional tasks to perform in each of the
roles. This means that Employees are required to undertake training to be fully competent in their roles.
To remain in a particular classification level, Employees are expected to consistently demonstrate
the required level of competence.
Generic and Job Specific training will be undertaken by the Employee and once competency is
established the Employee will be classified within the appropriate level of the structure.
Vacancies at each level will be advertised in writing and Employees will be selected against
relevant criteria.
Where there is a requirement to appoint a person from outside the Company, the initial
classification level will generally be one level below the level of the role until the person is
assessed as meeting all requirements.
An Employee who is required by the Company to do work carrying a lower rate than his/her
ordinary classification shall suffer no reduction in pay in consequence thereof.
An Employee engaged for more than two (2) hours during one day or shift on duties carrying a
higher rate than their ordinary classification shall be paid the higher rate for such day or shift. If
for two (2) hours or less during one day or shift the employee shall be paid their normal rate for
the time so worked.
2.2
Training and Assessment
TRAINING
Employees will all have the opportunity to receive training in areas that are new to them, or where they
feel they would like additional understanding about a process.
Delivery of Training:
Employees will be trained by an appropriate person. This will vary according to what the need is, but
training will be conducted by, for example, Employees who are already assessed as competent in the
process or task, or other appropriate staff members.
ASSESSMENT GUIDELINES
Aim of Assessment:
The aim of an assessment is to determine whether an Employee is fully competent in their work, or
whether some additional training is needed in one or more areas.
Conduct of the Assessment:
To help ensure a fair assessment, the following people need to be involved:
the Employee being assessed
the immediate Supervisor/Manager
an accredited assessor (either another Employee who is competent in the tasks being assessed may require different people for different parts of the work or an external assessor).
When the Employee is Assessed as Fully Competent:
Once an Employee has been assessed as competent, the Supervisor/Manager will confirm such
competence by Personnel Instruction to the Human Resources Department for classification onto the
new level with commensurate pay rate.
When the Employee needs some Additional Training:
In this case, the Supervisor/Manager needs to clearly identify and record what additional training
is needed. A time for the training to occur should then be agreed by the Supervisor/Manager and
the Employee. On completion of the training, that aspect of the work should then be re-assessed.
ONGOING EMPLOYEE DEVELOPMENT
All support, acknowledgement and provision of training will occur to ensure all personnel have the
necessary skills to complete their specific role.
3. Classification Level Requirements
3.1
Classification Level 1
Employees entering the Company at this level will undertake structured training to enable them to
develop competence in basic operations in [Manufacturing] or Warehousing roles.
QUALIFICATIONS AND EXPERIENCE
Minimum of 1 month on the job training required within this role before eligible for assessment
of competence.
Basic literacy and numeracy to specified criteria
Forklift Permit/Licence (where required)
TRAINING
GENERIC LEVEL 1 TRAINING
Abbott Induction Programme
ON-JOB TRAINING
Complete all necessary on-job training to achieve the level of competency required in all work
specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 1 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most effective method and sequence of completing work activities within
established procedures
Ensure the quality of own work output
Work effectively under routine supervision
Recognise and correct basic problems/errors in routine activities
Organise routine, allocated task activities to efficiently meet work requirements
Knowledge
Acquire a basic, general knowledge about The Company, including major products
Acquire a working knowledge of other roles within the work area
Acquire a basic knowledge of machinery, materials, products used in own work
Communication
Work effectively in a team environment
Understand and complete basic documentation accurately and to specifications
Occupational Health & Safety
Understand and correctly apply workplace safety procedures
Maintain a clean and tidy work area using appropriate agents as specified
TYPICAL LEVEL 1 ROLE COMPETENCIES
The following summaries are not intended to be complete descriptions of the work required in each
position. They are included simply to give an indication of the types of tasks likely to be performed.
Employees are required to demonstrate competence in the following role:
Warehouse Technician:
Pick and pack orders, operate range of mobile equipment, complete despatch documentation, operate
shrink wrapper and strapping machine (if required), correct transfer and delivery of goods between
areas, complete basic despatch documentation and calculations, basic computing and checking of orders.
3.2
Classification Level 2
QUALIFICATIONS AND EXPERIENCE
Minimum of 3 months on the job training required within this role before eligible for assessment
of competence
Basic literacy and numeracy to specified criteria
Forklift Licence
TRAINING
GENERIC LEVEL 2 TRAINING
NUMERACY AND CALCULATION as required
BASIC COMPUTING SKILLS
MATERIALS HANDLING
ON-JOB TRAINING
Complete all necessary on-job training to achieve the level of competency required in all work specified
for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 2 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most effective method and sequence of completing work activities within
established procedures
Apply quality checks to the work of others/work processes
Work effectively under routine supervision
Recognise and correct basic problems/errors in routine activities and, where authorised, decide
and implement an
appropriate solution
Organise routine, allocated task activities to efficiently meet work requirements
Knowledge
Acquire a basic, general knowledge about The Company, including product range
Understand roles in other departments that directly impact on own work activities
Acquire a basic knowledge of machinery, materials, products used in department
Communication
Work effectively in a team environment
Provide on-job training of Level 1 Technicians in specific tasks
Understand and accurately complete required documentation on standard forms
Occupational Health & Safety
Understand and correctly apply workplace safety procedures
Maintain a clean and tidy work area using appropriate agents as specified
TYPICAL LEVEL 2 ROLE COMPETENCIES
The following summaries are not intended to be complete descriptions of the work required in each
position. They are included simply to give an indication of the types of tasks likely to be performed.
Employees are required to demonstrate competence in the following role:
Warehouse Technician
As for Level 1 plus access and input data on computer, organise transportation, assist training lower
level technicians, order layout for pallet stacking.
3.3
Classification Level 3
QUALIFICATIONS AND EXPERIENCE
Minimum of 6 months on the job training required within this role before eligible for assessment
of competence
Basic literacy and numeracy to specified criteria
Forklift Licence
TRAINING
GENERIC LEVEL 3 TRAINING
HAZARDOUS CHEMICALS
IATA DANGEROUS GOODS COURSE
MAN-UP FORK LICENCE
Warehouse Certificate offered if business need requires same.
ON-JOB TRAINING:
Complete all necessary on-job training to achieve the level of competency required in all work specified
for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 3 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most appropriate resources and approaches to achieve required outcomes, both in
routine and non-routine work activities
Identify existing quality problems and implement corrective action
Work effectively under general supervision
Detect and solve problems in routine activities without assistance
Organise materials, supplies, equipment needed to complete work activities
Knowledge
Acquire a basic, general knowledge about The Company, including product range
Understand roles in other departments that directly impact on own work activities
Acquire an in-depth knowledge of machinery, materials, products or work systems
Communication
Work effectively in a team environment
Provide on-job training of lower level Technicians in specific task activities
Maintain detailed written and computerised records accurately and to specifications
Occupational Health & Safety
Understand and correctly apply workplace safety procedures
Maintain a clean and tidy work area using appropriate agents as specified
TYPICAL LEVEL 3 ROLE COMPETENCIES
The following summaries are not intended to be complete descriptions of the work required in each
position. They are included simply to give an indication of the types of tasks likely to be performed.
Employees are required to demonstrate competence in one of the following roles:
Warehouse Technician
As for Level 2, plus pick slip printing, complete cycle (stock) counts and reconciliations, confirm
adjustments, complete product returns, review and write BOPs, assist in training of lower level
Technicians, actioning of Requests for Engineering Work (REWs).
Receiving Technician
As for Level 2, plus receive inventory, eg. Bottles, caps, labels, cartons, shippers, raw materials etc, and
non-inventory goods into warehouse, complete quality checks on receipt of goods, complete calculations
and documentation for incoming goods, assist in training lower level Technicians, QA incoming
sampling as needed, review and write BOPs, actioning of Requests for Engineering Work (REWs).
3.4
Classification Level 4
QUALIFICATIONS AND EXPERIENCE
Basic literacy and numeracy to specified criteria
Minimum of 9 months on the job training required within this role before eligible for assessment
of competence
Forklift Licence
Man-Up Fork Licence
IATA Dangerous Goods Course
TRAINING
GENERIC LEVEL 4 TRAINING
INTERMEDIATE COMPUTING SKILLS
Warehouse Certificate may be offered depending on business needs.
ON-JOB TRAINING
Complete all necessary on-job training to achieve the level of competency required in all work specified
for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 4 COMPETENCIES
Responsibility
Understand and correctly apply GMP
Determine the most appropriate resources and approaches to achieve required outcomes, both in
routine and non-routine work activities
Identify existing quality problems and implement corrective action
Work effectively under general supervision
Detect and solve problems in routine activities without assistance
Organise and plan own daily work activities, including co-ordination of resources if necessary, to
efficiently complete scheduled work activities
Knowledge
Acquire a sound knowledge of the structure of the Company
Understand roles in other departments that directly impact on own work activities
Acquire in-depth knowledge of relevant machinery, materials, products, work systems
Communication
Co-ordinate activities of team members
Provide effective on-job training of lower level Technicians in specific task activities
Provide detailed report or analysis, ensuring clear and accurate presentation
Occupational Health & Safety
Understand and correctly apply workplace safety procedures
Maintain a clean and tidy work area using appropriate agents as specified
TYPICAL LEVEL 4 ROLE COMPETENCIES
The following summaries are not intended to be complete descriptions of the work required in each
position. They are included simply to give an indication of the types of tasks likely to be performed.
Employees are required to demonstrate competence in the following role:
Multiskilled Technician
Two Level 3 Roles
plus supervise all KDC warehousing functions, prioritise orders and allocate to staff, control receipt of
local and imported finished goods, decide on transportation, complete pallet stock counts and
reconciliations, organise operating supply requirements and record and report issue, interact with all
systems in warehouse, complete all documentation to sign off, provide daily manifest and warehouse
statistics on volumes, turnaround times, error rates, co-ordinate wall to wall stock-take ensuring count
finalised, supervise forklift instruction and maintain record of all permit/licence holders, assist in
training of lower level technicians.
3.5
Classification Level 5
QUALIFICATIONS AND EXPERIENCE
Two Year TAFE Course (Part-time) or equivalent
Minimum of 3 years previous experience with a minimum of 9 months on the job training
required within this role before eligible for assessment of competence.
Forklift Licence
TRAINING
GENERIC LEVEL 5 TRAINING
Time management
Planning skills
Supervisory/coaching skills training
Root cause analysis
ON-JOB TRAINING
Complete all necessary on-job training to achieve the level of competency required in all work
specified for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 5 COMPETENCIES
Responsibility
Understand and correctly apply advanced GMP
Assume responsibility for decisions which have a significant impact on the department
Identify existing quality problems and implement corrective action
Work effectively under general supervision with responsibility for the organisation, planning and
conduct of the majority of work within the section
Identify and solve complex problems and interpret information to implement solutions
Plan and organise the resources needed to efficiently complete scheduled work within the
section, including effective co-ordination of people, materials and machines/equipment
Knowledge
Acquire a sound knowledge of the structure of the Company
Understand an in-depth knowledge of all roles within the department
Acquire in-depth knowledge of relevant machinery, materials, products and work systems
Communication
Provide effective team leadership, including scheduling and monitoring team activities
Provide/monitor effective on-job training of lower level Technicians in all work activities
Prepare operating procedures and/or a detailed proposal, report or analysis, ensuring clear and
accurate presentation
Occupational Health & Safety
Assume responsibility for the safety of others in the work section
Maintain a clean and tidy work area using appropriate agents as specified.
TYPICAL LEVEL 5 ROLE COMPETENCIES - The following summaries are not intended to be
complete descriptions of the work required in each position. They are included simply to give an
indication of the types of tasks likely to be performed. Employees are required to demonstrate
competence in one of the following roles:
Previous level requirements plus
Plan and organise resources, monitor daily output to align with KPI measures, co-ordination of
overtime and casual hours, supervise correct loading of transport, inventory control supervising all stock
control locally and third party warehousing, root cause analysis to reach solutions on problems and
make recommendations and or solutions, team coaching, liaise with other departments on issues as
raised, specialist training resources training and development plans, assist in recruitment.
3.6
Classification Level 6
QUALIFICATIONS AND EXPERIENCE
Literacy and numeracy to specified criteria
Minimum of 12 months on the job training required within this role before eligible for
assessment of competence
Forklift Licence
TRAINING
GENERIC LEVEL 6 TRAINING
DATA ANALYSIS/PROBLEM SOLVING
ON-JOB TRAINING
Complete all necessary on-job training to achieve the level of competency required in all work specified
for the position.
COMPETENCY REQUIREMENTS
GENERIC LEVEL 6 COMPETENCIES
Responsibility
Understand and correctly apply advanced GMP
Determine the most appropriate resources and approaches to achieve required outcomes, both in
routine and nonroutine work activities
Predict potential quality problems from patterns or analyses, implement corrective action
Work effectively under general supervision within the scope of the role
Identify and solve complex problems and interpret information to implement solutions
Plan and organise specific project or requirement to efficiently meet requirements
Knowledge
Acquire a sound knowledge of the structure of the Company
Understand roles in other departments that directly impact on own work activities
Acquire in-depth knowledge of relevant machinery, materials, products, work systems
Communication
Co-ordinate activities of team members
Provide/monitor effective on-job training of lower level Technicians in specific task activities
Provide detailed report or analysis, ensuring clear and accurate presentation
Occupational Health & Safety
Assume responsibility for the safety of others in the work section/department
Maintain a clean and tidy work area using appropriate agents as specified
TYPICAL LEVEL 6 ROLE COMPETENCIES - MANUFACTURING [the manufacturing stream has
been removed from the remainder of the award. is this classification still relevant?]
The following summaries are not intended to be complete descriptions of the work required in each role.
They are included simply to give an indication of the types of tasks likely to be performed. Employees
are required to demonstrate competence in one of the following roles:
TO BE DEFINED
3.7
Classification Level 7
Level 7 provides a transition level for those employees selected by the Company to build on their Level
6 skills and where possible progress through to a staff position. [This may be either a Manufacturing
role or a Technical role].
QUALIFICATIONS AND EXPERIENCE
Minimum of 3 years on the job training required within this role before eligible for assessment of
competence.
Forklift Licence (where required)
Tertiary qualifications as required
TRAINING
GENERIC LEVEL 7 TRAINING
Employees classified at Level 7 will be required to undertake and successfully progress through a
relevant, accredited tertiary course.
ON-JOB TRAINING
Employees will be required to undertake appropriate on-job training. The nature of this training will
depend upon the specific role needed.
COMPETENCY REQUIREMENTS
All employees classified at this level will need to develop high level skills in such areas as:
quality assurance/technical systems
data analysis
computing (knowledge of range of systems and software)
trouble shooting (problem identification and problem solving)
planning/scheduling functions
people/team management
continuous improvement programmes
departmental representation
overseeing of work systems or projects
TO BE DEFINED
T. M. KAVANAGH J.
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Printed by the authority of the Industrial Registrar.